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The document announces a free lunch discussion on results-oriented management at the US Department of Agriculture. Agriculture Secretary Tom Vilsack has emphasized tying agency work to specific measurable results. The event will discuss how USDA is improving performance measures, using technology to enhance performance, and linking daily tasks to outcomes. Speakers will cover developing appropriate metrics, creating meaningful measures for decision makers, and managing budgets based on performance. Attendees can register in advance as seating is limited.
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R363
Secretary of Agriculture Tom Vilsack is committed to making the Department of Agriculture more results-oriented by improving performance measures, using modern technology, and tying daily tasks to specific results. An upcoming event will discuss how to develop appropriate performance measures based on organizational goals, create meaningful measures for decision-makers, and manage budgets based on performance.
R363
Secretary of Agriculture Tom Vilsack believes that results-oriented management is essential for effectively running the Department of Agriculture. He is committed to improving performance measures to achieve public goals, using modern technology to boost performance, and tying daily tasks to specific results. An upcoming event will discuss results-oriented management at USDA and how to develop appropriate performance metrics, create meaningful measures for decision makers, and manage budgets based on performance.
R366
The document announces a complimentary breakfast dialogue hosted by the Performance Institute and IBM Cognos on developing a results-oriented performance measurement program. The event will feature Richard Beck, Director of Planning and Performance Management at the Department of the Interior, and Jon Desenberg, Senior Policy Director at the Performance Institute. Attendees will learn how to use organizational goals and objectives to develop appropriate performance measures, design effective measures to implement goals and strategies, and link measures to management processes. Register by November 18 to reserve a spot at the interactive event on developing a performance framework that drives results.
R366
The document announces a complimentary breakfast dialogue hosted by The Performance Institute and IBM Cognos on developing a results-oriented performance measurement program. The event will feature Richard Beck, Director of Planning and Performance Management at the Department of the Interior, and Jon Desenberg, Senior Policy Director at The Performance Institute. Attendees will learn how to use organizational goals and objectives to develop appropriate performance measures, design effective measures to implement goals and strategies, and link measures to management processes. Register by November 18 to reserve a spot at the interactive event on developing a performance framework that drives results.
R366
The Performance Institute and IBM Cognos are hosting a complimentary breakfast dialogue on developing a results-oriented performance measurement program. The event will feature Jon Desenberg from the Performance Institute discussing how to use organizational goals to develop appropriate performance measures, design effective measures to implement goals and strategies, and link measures to management processes. Attendees will learn how to develop a performance management framework that drives results. Seating is limited so registration by November 18 is required.
Process of planning
Planning involves determining a course of action to achieve objectives. It bridges the gap between the present and desired future. The planning process involves classifying problems, setting objectives, collecting and analyzing information, establishing assumptions, determining alternative plans, selecting an operating plan, arranging the timing and sequence of operations, and following up on implementation. Planning allows organizations to align their resources with opportunities to achieve defined goals.
Planning
Planning involves determining in advance what actions should be taken. It includes setting goals, identifying needed resources, considering alternatives, creating a plan, implementing it, and evaluating results. The main steps in the planning process are to define the task, identify resources, consider alternatives, create the plan, work the plan, and evaluate. Planning provides focus, reduces uncertainty, provides direction, encourages innovation, helps coordination, guides decision making, and provides operational efficiency. Challenges to planning include lack of information, time/costs, resistance to change, inability to plan, a false sense of security, and environmental constraints. There are different levels of planning including corporate, divisional/functional, and group planning.
Planning process
The document outlines the planning process in 6 steps:
1. Establishing objectives to provide direction and focus on results.
2. Establishing planning premises to determine assumptions and potential obstacles.
3. Choosing the best alternative course of action by evaluating options.
4. Formulating derivative or secondary plans to support achieving the main plan.
5. Securing cooperation from subordinates involved in implementation for improved plans.
6. Conducting follow up and appraisal of implemented plans to evaluate effectiveness and allow for modifications.
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R363
Secretary of Agriculture Tom Vilsack is committed to making the Department of Agriculture more results-oriented by improving performance measures, using modern technology, and tying daily tasks to specific results. An upcoming event will discuss how to develop appropriate performance measures based on organizational goals, create meaningful measures for decision-makers, and manage budgets based on performance.
R363
Secretary of Agriculture Tom Vilsack believes that results-oriented management is essential for effectively running the Department of Agriculture. He is committed to improving performance measures to achieve public goals, using modern technology to boost performance, and tying daily tasks to specific results. An upcoming event will discuss results-oriented management at USDA and how to develop appropriate performance metrics, create meaningful measures for decision makers, and manage budgets based on performance.
R366
The document announces a complimentary breakfast dialogue hosted by the Performance Institute and IBM Cognos on developing a results-oriented performance measurement program. The event will feature Richard Beck, Director of Planning and Performance Management at the Department of the Interior, and Jon Desenberg, Senior Policy Director at the Performance Institute. Attendees will learn how to use organizational goals and objectives to develop appropriate performance measures, design effective measures to implement goals and strategies, and link measures to management processes. Register by November 18 to reserve a spot at the interactive event on developing a performance framework that drives results.
R366
The document announces a complimentary breakfast dialogue hosted by The Performance Institute and IBM Cognos on developing a results-oriented performance measurement program. The event will feature Richard Beck, Director of Planning and Performance Management at the Department of the Interior, and Jon Desenberg, Senior Policy Director at The Performance Institute. Attendees will learn how to use organizational goals and objectives to develop appropriate performance measures, design effective measures to implement goals and strategies, and link measures to management processes. Register by November 18 to reserve a spot at the interactive event on developing a performance framework that drives results.
R366
The Performance Institute and IBM Cognos are hosting a complimentary breakfast dialogue on developing a results-oriented performance measurement program. The event will feature Jon Desenberg from the Performance Institute discussing how to use organizational goals to develop appropriate performance measures, design effective measures to implement goals and strategies, and link measures to management processes. Attendees will learn how to develop a performance management framework that drives results. Seating is limited so registration by November 18 is required.
Process of planning
Planning involves determining a course of action to achieve objectives. It bridges the gap between the present and desired future. The planning process involves classifying problems, setting objectives, collecting and analyzing information, establishing assumptions, determining alternative plans, selecting an operating plan, arranging the timing and sequence of operations, and following up on implementation. Planning allows organizations to align their resources with opportunities to achieve defined goals.
Planning
Planning involves determining in advance what actions should be taken. It includes setting goals, identifying needed resources, considering alternatives, creating a plan, implementing it, and evaluating results. The main steps in the planning process are to define the task, identify resources, consider alternatives, create the plan, work the plan, and evaluate. Planning provides focus, reduces uncertainty, provides direction, encourages innovation, helps coordination, guides decision making, and provides operational efficiency. Challenges to planning include lack of information, time/costs, resistance to change, inability to plan, a false sense of security, and environmental constraints. There are different levels of planning including corporate, divisional/functional, and group planning.
Planning process
The document outlines the planning process in 6 steps:
1. Establishing objectives to provide direction and focus on results.
2. Establishing planning premises to determine assumptions and potential obstacles.
3. Choosing the best alternative course of action by evaluating options.
4. Formulating derivative or secondary plans to support achieving the main plan.
5. Securing cooperation from subordinates involved in implementation for improved plans.
6. Conducting follow up and appraisal of implemented plans to evaluate effectiveness and allow for modifications.
Different approaches to planning and purpose served by planning
This document discusses different approaches to planning and the purpose of planning. It describes planning as a conscious, systematic process to determine goals and actions for the future. There are four main approaches discussed: top-down, bottom-up, composite, and team. The top-down approach centralizes planning at the top level while the bottom-up approach has lower levels draft plans. The composite approach involves discussion and debate between levels. The team approach assigns a team to develop plans. Finally, the document lists nine purposes of planning, such as facilitating objectives, ensuring economy, and coordinating activities.
Pptofplanning 121015123411-phpapp01
Planning involves determining in advance what actions to take, how to execute them, when to do so, and by whom. It anticipates the future and purposefully selects a course of action. The main steps in the planning process are to define the task, identify resources, consider alternatives, create the plan, work the plan, and evaluate. Planning focuses on objectives, reduces uncertainty, provides direction, encourages innovation, aids coordination, guides decision making, and improves efficiency. Challenges to planning include lack of information, costs, resistance to change, inability to plan, a false sense of security, and environmental constraints. The document outlines various principles and levels of planning including corporate, divisional/functional, and group planning.
Learning_Unit_2
The document discusses decision making in project management, noting that it involves dealing with multiple objectives, uncertainties, and stakeholders, requiring high-level decision making tools. It describes factors that help make decisions including gathering facts, considering values and means, and setting intermediate goals. The role of the project manager is also examined, needing communication skills to coordinate team members assigned to multiple simultaneous projects.
Steps of planning and management
The planning process is not the same for all organizations and depends on factors like the type and nature of the action being planned. It involves first perceiving opportunities, then establishing objectives, considering expected conditions, and identifying alternatives to achieve goals. Every step contributes to formulating the overall plan.
Planning and decision making of manager
1. The document discusses planning and decision making for managers. Planning involves deciding in advance what actions need to be taken and is a continuous and important process for all managerial functions.
2. Managers need to plan to set directions for the organization, ensure everyone is on the same page, and to simplify decision making. There are different types of goals, levels, areas, and time frames to consider for planning.
3. Planning can be strategic, tactical, operational, long term, mid term, or short term. Responsibilities for planning may include planning staff, task forces, and boards of directors. Contingency planning and crisis management are also discussed.
Business studies +2 Unit 4
This document discusses planning and the planning process. It defines planning as thinking ahead about what to do, how to do it, when to do it, and who will do it. The planning process involves setting objectives, developing premises, identifying alternative courses of action, evaluating alternatives, selecting an alternative, implementing the plan, and follow up action. There are two main types of plans: standing plans that provide continuous guidance and are used repeatedly, and single use plans that provide guidance for specific non-recurring problems. Examples of different types of plans include objectives, strategies, policies, procedures, methods, rules, budgets, and programs.
Business Process Re-engineering
The challenge with this BPR was that at the time our clients included 16 Fortune 500 CPG. With that level of sophistication, executing BPR was like changing a tire on a moving car.
Characteristics of planning
Planning contributes to achieving objectives by determining the methods and steps needed. Planning is the primary function of management, as no other functions can be executed without first establishing objectives through planning. Planning is forward-looking by making predictions and assumptions about the future based on past experiences and environmental scans. Planning is also a continuous process that requires regularly updating plans in response to changes in the environment or company needs. Finally, planning is a mental exercise that requires higher-level thinking and should be kept separate from operational activities.
Planning
This document discusses planning in management. It defines planning as deciding in advance what is to be done. The document outlines the six steps in the planning process: determining objectives, establishing planning premises, selecting the best plan from alternatives, timing and sequencing operations, estimating future events, and following up on action. It also categorizes plans as standing or single-use and discusses various types of plans including financial, formal/informal, specific/routine, strategic/functional, long-range/short-range, and administrative/operational.
Planning
Planning involves deciding in advance what needs to be done, when it will be done, and by whom. It is the process of selecting the best alternative to achieve predetermined goals. Planning is goal-oriented, continuous, flexible, and forward-looking. It helps reduce uncertainty, coordinate activities, guide decision-making, and encourage innovation. Effective planning involves setting objectives, developing assumptions about the future, determining alternative courses of action, selecting the best alternative, and formulating supporting plans to implement the main plan. Regular evaluation ensures plans are achieving their objectives.
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R363
The document announces a free lunch discussion on results-oriented management at the US Department of Agriculture. Agriculture Secretary Tom Vilsack has emphasized tying agency work to specific measurable results. The event will discuss how USDA programs can achieve this goal of being a results-oriented agency through improved performance measures that meet public wants, using technology to boost performance, and linking daily tasks to outcomes. Speakers will explain how to develop good performance metrics and manage budgets based on those metrics. Attendees can register for the limited seating by phone or online.
S265
This two-day training forum provides up to 12 CPE credits for improving organizational outcomes through performance management and program evaluation in social services. On day one, participants will learn to connect measures to strategic vision, evaluate efficiency and quality, and build a performance management system. Day two focuses on identifying trends in outcome-based evaluation, examining critical processes, collecting relevant data, and assessing causality between programs and results. The instructor is an expert in performance measurement and strategic planning with over 14 years of experience.
S265
This two-day training forum provides up to 12 CPE credits and focuses on improving organizational outcomes through performance management and program evaluation in social services. Attendees will learn how to connect performance measures to strategic goals, evaluate program efficiency and quality, and build an effective performance management system. The agenda covers topics such as developing outcome measures, strategy measures, and performance evaluation best practices. Speakers will provide case studies and guidance on implementing performance systems under the Obama administration.
S265
This two-day training forum provides up to 12 CPE credits for improving organizational outcomes through performance management and program evaluation in social services. On day one, participants will learn to connect measures to strategic vision, evaluate efficiency and quality, and build a performance management system. Day two focuses on identifying trends in outcome-based evaluation, examining critical processes, collecting relevant data, and assessing causality between programs and results. The instructor is an expert in performance measurement and strategic planning with over 14 years of experience.
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Different approaches to planning and purpose served by planning
This document discusses different approaches to planning and the purpose of planning. It describes planning as a conscious, systematic process to determine goals and actions for the future. There are four main approaches discussed: top-down, bottom-up, composite, and team. The top-down approach centralizes planning at the top level while the bottom-up approach has lower levels draft plans. The composite approach involves discussion and debate between levels. The team approach assigns a team to develop plans. Finally, the document lists nine purposes of planning, such as facilitating objectives, ensuring economy, and coordinating activities.
Pptofplanning 121015123411-phpapp01
Planning involves determining in advance what actions to take, how to execute them, when to do so, and by whom. It anticipates the future and purposefully selects a course of action. The main steps in the planning process are to define the task, identify resources, consider alternatives, create the plan, work the plan, and evaluate. Planning focuses on objectives, reduces uncertainty, provides direction, encourages innovation, aids coordination, guides decision making, and improves efficiency. Challenges to planning include lack of information, costs, resistance to change, inability to plan, a false sense of security, and environmental constraints. The document outlines various principles and levels of planning including corporate, divisional/functional, and group planning.
Learning_Unit_2
The document discusses decision making in project management, noting that it involves dealing with multiple objectives, uncertainties, and stakeholders, requiring high-level decision making tools. It describes factors that help make decisions including gathering facts, considering values and means, and setting intermediate goals. The role of the project manager is also examined, needing communication skills to coordinate team members assigned to multiple simultaneous projects.
Steps of planning and management
The planning process is not the same for all organizations and depends on factors like the type and nature of the action being planned. It involves first perceiving opportunities, then establishing objectives, considering expected conditions, and identifying alternatives to achieve goals. Every step contributes to formulating the overall plan.
Planning and decision making of manager
1. The document discusses planning and decision making for managers. Planning involves deciding in advance what actions need to be taken and is a continuous and important process for all managerial functions.
2. Managers need to plan to set directions for the organization, ensure everyone is on the same page, and to simplify decision making. There are different types of goals, levels, areas, and time frames to consider for planning.
3. Planning can be strategic, tactical, operational, long term, mid term, or short term. Responsibilities for planning may include planning staff, task forces, and boards of directors. Contingency planning and crisis management are also discussed.
Business studies +2 Unit 4
This document discusses planning and the planning process. It defines planning as thinking ahead about what to do, how to do it, when to do it, and who will do it. The planning process involves setting objectives, developing premises, identifying alternative courses of action, evaluating alternatives, selecting an alternative, implementing the plan, and follow up action. There are two main types of plans: standing plans that provide continuous guidance and are used repeatedly, and single use plans that provide guidance for specific non-recurring problems. Examples of different types of plans include objectives, strategies, policies, procedures, methods, rules, budgets, and programs.
Business Process Re-engineering
The challenge with this BPR was that at the time our clients included 16 Fortune 500 CPG. With that level of sophistication, executing BPR was like changing a tire on a moving car.
Characteristics of planning
Planning contributes to achieving objectives by determining the methods and steps needed. Planning is the primary function of management, as no other functions can be executed without first establishing objectives through planning. Planning is forward-looking by making predictions and assumptions about the future based on past experiences and environmental scans. Planning is also a continuous process that requires regularly updating plans in response to changes in the environment or company needs. Finally, planning is a mental exercise that requires higher-level thinking and should be kept separate from operational activities.
Planning
This document discusses planning in management. It defines planning as deciding in advance what is to be done. The document outlines the six steps in the planning process: determining objectives, establishing planning premises, selecting the best plan from alternatives, timing and sequencing operations, estimating future events, and following up on action. It also categorizes plans as standing or single-use and discusses various types of plans including financial, formal/informal, specific/routine, strategic/functional, long-range/short-range, and administrative/operational.
Planning
Planning involves deciding in advance what needs to be done, when it will be done, and by whom. It is the process of selecting the best alternative to achieve predetermined goals. Planning is goal-oriented, continuous, flexible, and forward-looking. It helps reduce uncertainty, coordinate activities, guide decision-making, and encourage innovation. Effective planning involves setting objectives, developing assumptions about the future, determining alternative courses of action, selecting the best alternative, and formulating supporting plans to implement the main plan. Regular evaluation ensures plans are achieving their objectives.
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The document announces a free lunch discussion on results-oriented management at the US Department of Agriculture. Agriculture Secretary Tom Vilsack has emphasized tying agency work to specific measurable results. The event will discuss how USDA programs can achieve this goal of being a results-oriented agency through improved performance measures that meet public wants, using technology to boost performance, and linking daily tasks to outcomes. Speakers will explain how to develop good performance metrics and manage budgets based on those metrics. Attendees can register for the limited seating by phone or online.
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R364
The Performance Institute and IBM Cognos are hosting a complimentary dialogue on October 26, 2009 at the Overland Park Convention Center to discuss matching federal funding to program outcomes. The event will provide insights into setting budgetary priorities aligned with taxpayer expectations, aligning performance goals with organizational missions, and using innovation to drive performance. Attendees will have the chance to hear from experts and discuss innovative ideas with their peers. RSVPs are requested by October 22.
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5 Deadly Workplace Legal Risks
The document discusses five common workplace legal pitfalls and provides strategies to avoid them. It addresses issues related to employee classification, health and safety litigation, equal employment opportunity laws, social media use, and limiting supervisor liability. For each pitfall, it provides tips such as carefully auditing employee classifications, establishing clear expectations and accountability, asking consistency questions during EEO investigations, defining appropriate social media use policies, and conducting harassment training for supervisors.
T354
This document provides information about a two-day conference on applying Lean Six Sigma methodology to improve IT processes and drive business results. The conference will provide an overview of Lean Six Sigma and the DMAIC process, techniques for selecting and managing Six Sigma projects in IT, and case studies on implementing Six Sigma in IT departments. Sessions will also address change management, integrating Six Sigma with ITIL, and migrating from waterfall to lean development models. Attendees can earn up to 18 CPE credits. The conference will be held in Arlington, VA on September 29-30, 2010.
T354
The document discusses a Lean Six Sigma conference for IT professionals to be held from September 27-30, 2010. The conference will provide 18 CPE credits and optional yellow belt certification. Attendees will learn how to apply Lean Six Sigma methodology to improve IT processes and drive business results. They will gain tools to continuously improve work through problem solving. The yellow belt track on September 27-28 will cover Lean Six Sigma concepts and techniques to define, measure, analyze, improve and control processes.
T358
This 3-day course provides comprehensive exam preparation for the Project Management Professional (PMP)® certification exam. Participants will learn the essential terminology, tools, and techniques to navigate the five process groups and nine knowledge areas of the PMBOK® Guide. The course covers key topics like scope, time, cost, quality and risk management, and communication skills. Participants receive a complimentary copy of the PMBOK® Guide and take practice questions and a full-length mock exam to prepare for the real PMP® exam.
T354
The document discusses a Lean Six Sigma conference for IT professionals to be held from September 27-30, 2010. The conference will provide 18 CPE credits and optional yellow belt certification. Attendees will learn how to apply Lean Six Sigma methodology to improve IT processes and drive business results. They will gain tools to continuously improve work through problem solving. The yellow belt track on September 27-28 will cover Lean Six Sigma concepts and techniques to define, measure, analyze, improve and control processes.
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This document provides information about a two-day conference on applying Lean Six Sigma methodology to improve IT processes and functions. The conference will provide an overview of Lean Six Sigma and the DMAIC process, discuss specific case studies, and offer a pre-conference certification option. Sessions will address topics such as change management, process transformation, and integrating Six Sigma with other frameworks like ITIL. Attendees will learn techniques for enhancing the quality, efficiency and results of their IT operations through Lean Six Sigma.
T358
This document provides information about a 3-day training course on preparing for the Project Management Professional (PMP) certification exam. The course will cover the key concepts and processes needed to understand the PMP exam, provide sample questions and a practice exam, and help attendees create a personalized study plan. It will be held in Arlington, VA in October 2010. Attendees will learn about the latest PMBOK guide, tips for passing the exam, and how to apply and prepare to take the PMP exam.
P769
This document provides an agenda for a three-day training on implementing a balanced scorecard for government. The training will cover developing a strategy map, identifying key performance measures, building balanced scorecards, setting targets, and creating strategic initiative maps. Attendees will learn best practices for rolling out a balanced scorecard and creating a strategy-focused organization through presentations, exercises and case studies.
P769
This 3-day training event provides government employees with the skills to implement a balanced scorecard performance management system. Attendees will learn how to create strategy maps, develop performance measures, link individual performance plans, and build organizational strategies. The training will cover building scorecards, setting targets, prioritizing initiatives, and communicating results. Attendees can earn 18 continuing education credits, and the training is offered at the Performance Institute in Arlington, VA from October 18-20, 2010.
E136
The document announces an environmental performance summit to be held from June 28-30, 2010 in Arlington, VA. The summit will focus on measuring and improving environmental performance in government through workshops on developing quality performance measures, performance-based budgeting, and selecting the right performance measures for environmental programs. Featured speakers will discuss renewable energy contributions to environmental sustainability and innovations for utilizing performance measures. Attendees include environmental managers, specialists, researchers, and sustainability coordinators.
B331
The document describes a Lean Six Sigma Yellow Belt certification course that will teach participants to apply Six Sigma tools and the DMAIC process to solve organizational challenges and improve processes. The 2-day course will cover Six Sigma concepts and methods, process mapping, project management, and tools for defining problems, measuring performance, analyzing causes of defects, improving processes, and controlling gains. Attendees will learn techniques to support continuous improvement through team problem solving and complete a work-related project.
P765
The document announces an upcoming training event on auditing and evaluating government program performance held from September 27-30, 2010 in Arlington, VA. The event features two interactive courses on performance auditing and program evaluation. Performance auditing focuses on achieving maximum impact through relevant program measures and improving program objectives. Program evaluation teaches how to determine if a program is accomplishing its intended outcomes and how to build an evaluation system. Attendees will learn how to use performance information to drive decision making and capture accurate data to prove government programs are achieving their goals.
P765
The document announces an upcoming training event on auditing and evaluating government program performance held from September 27-30, 2010 in Arlington, VA. The event features two interactive courses on performance auditing and program evaluation, with the goal of helping participants use performance information to drive decision making and prove that government programs are achieving intended outcomes. The performance auditing course will cover creating successful auditing strategies, developing relevant program measures, and learning how to improve program objectives. The program evaluation course will teach how to determine if a program is accomplishing its goals and how to build an evaluation system within an organization.
P765
The document describes two interactive courses on performance auditing and program evaluation taking place from September 27-30, 2010 in Arlington, VA. The performance auditing course will focus on creating strategies to improve performance auditing and developing relevant program measures. The program evaluation course will teach how to determine if a program is achieving its intended outcomes and how to build an evaluation system. The courses will provide techniques for using performance data to drive decision making, assessing risks and vulnerabilities, developing audit objectives, and selecting appropriate data collection and analysis methods. Attendees include government auditors, inspectors general, program managers, and other professionals.
T354 pi
The document discusses a Lean Six Sigma conference for IT professionals to be held from September 27-30, 2010. The conference will provide 18 CPE credits and optional yellow belt certification. Attendees will learn how to apply Lean Six Sigma methodology to improve IT processes and drive business results. They will gain tools to continuously improve work through problem solving. The yellow belt track on September 27-28 will cover Lean Six Sigma concepts and techniques to define, measure, analyze, improve and control processes.
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This document provides information about a two-day conference on applying Lean Six Sigma methodology to improve IT processes and functions. The conference will provide an overview of Lean Six Sigma and the DMAIC process, discuss specific case studies, and offer a pre-conference certification option. Sessions will address topics such as change management, process transformation, innovation, and combining Six Sigma with the ITIL framework. Attendees include IT professionals seeking to enhance quality, efficiency and results. CPE credits are offered.
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This document provides an agenda and information for the "Budgeting and Forecasting Conference 2010" event being held from September 13-15, 2010 in San Diego, CA. The agenda outlines keynote speeches and sessions on each day that will discuss implementing tools for budgeting and forecasting, utilizing balanced scorecard techniques, developing rolling forecasts, and identifying key business drivers to improve forecasts. A post-conference workshop on September 15th will focus on modeling and forecasting key business drivers. The document provides information on registration, CPE credits, hotel accommodations, and pricing for the conference and workshop.
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The document provides information about a conference on implementing balanced scorecards effectively that will take place from August 23-25, 2010 in Washington DC. The conference will include workshops on the first day covering balanced scorecard fundamentals and using business intelligence to enable strategy-aligned scorecards. Day two will focus on developing key measures and cascading scorecards throughout an organization. Speakers will provide guidance on topics such as change management, strategy mapping, monitoring performance, and motivating employees. Attendees include CEOs, CFOs, and other executives seeking to transform strategy into action using balanced scorecards.
T355
This document provides information about a 5-day training seminar on project management titled "Project Management for Results". The seminar will be held from October 4-8, 2010 in Arlington, VA and offers 35 PDUs and 30 CPE credits. Over the 5 days, participants will learn about project initiation, planning, execution, closing, tracking projects, using earned value management tools, understanding the project life cycle, developing estimates and schedules, and more. The seminar is aimed at project managers, program managers, procurement managers, IT specialists, and others involved in project management. Attending the seminar will help professionals bring projects from initiation to execution, develop performance measurements, understand factors for improving troubled projects, and prepare
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This is a New Zealand wide meetup event with meetup groups from Auckland, Wellington and Christchurch attending and open to anyone with an interest in digital sustainability or agile. All welcome. Joke, this is how it started. Jutta is now also available in Germany, i.e. hosted by Berlin/Brandenburg
According to the World Economic Forum, digital technologies can help reduce global carbon emissions by up to 15%. However, digitalization also comes with some challenges. Thus, if we want to make a positive impact by increasing sustainability, we need to address challenges like the digital divide, energy consumption of IT, or the rise of electronic waste. In this talk, I want to explore how Agile can help to leverage Digital Sustainability.
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L'indice de performance des ports à conteneurs de l'année 2023
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
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𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions. 𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
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原版一模一样【微信：741003700 】【(lbs毕业证书)英国伦敦商学院毕业证成绩单】【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
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4:这个认证书并且可以归档倒地方
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办理(lbs毕业证书)英国伦敦商学院毕业证【微信：741003700 】外观非常简单，由纸质材料制成，上面印有校徽、校名、毕业生姓名、专业等信息。
办理(lbs毕业证书)英国伦敦商学院毕业证【微信：741003700 】格式相对统一，各专业都有相应的模板。通常包括以下部分：
校徽：象征着学校的荣誉和传承。
校名:学校英文全称
授予学位：本部分将注明获得的具体学位名称。
毕业生姓名：这是最重要的信息之一，标志着该证书是由特定人员获得的。
颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
办理(lbs毕业证书)英国伦敦商学院毕业证【微信：741003700 】价值很高，需要妥善保管。一般来说，应放置在安全、干燥、防潮的地方，避免长时间暴露在阳光下。如需使用，最好使用复印件而不是原件，以免丢失。
综上所述，办理(lbs毕业证书)英国伦敦商学院毕业证【微信：741003700 】是证明身份和学历的高价值文件。外观简单庄重，格式统一，包括重要的个人信息和发布日期。对持有人来说，妥善保管是非常重要的。
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- 1. The Performance Institute and IBM Cognos present a complimentary Learn at Lunch discussion: Results-Oriented Management at the Department of Agriculture Since his appointment as Agriculture Secretary, Tom Vilsack has Wednesday, September 23, 2009 stated that results-oriented management is essential to running the 12:00 – 2:00pm department effectively. National Press Club “Tying what we do to specific articulated results is a very important function of what the management side of this agency has to do,” Zenger Room Vilsack said. 529 14th Street NW Washington, DC 20045 To achieve this goal of a results-oriented agency, Vilsack is committed to: • Improving performance measures to achieve the results the FEATURED SPEAKERS public wants • Using modern technology to improve performance Jon Desenberg • Tying daily to-dos to specific results Senior Policy Director The Performance Institute But what does this mean for USDA programs? Donald Bice Join us for a complimentary luncheon to discuss the future of results- Deputy Director of Budget oriented management at the USDA. You will hear from leading Office of Budget and Program experts and learn how to: Analysis, USDA • Use organizational goals and objectives to develop appropriate performance measures • Create meaningful measures useful for decision makers and Presented by other stakeholders • Manage your budget based on performance measures Seating is limited, so register today to reserve your spot at this interactive event. 1. Call customer service at 877-992-9521 2. Sign up at www.PerformanceInstitute.org/USDA 3. No tuition fee required